Assessing the efficiency of administrative intervention in the North West Department of Health in South Africa

Abstract

Maladministration, corruption, and unethical and immoral leadership practices represent substantial challenges for the public sector in South Africa. Consequently, public funds are wasted and service delivery is impeded. These elements appear to exert the most influence on local governments. In response to service non-delivery, communities frequently engage in violent service delivery protests. According to Section 100(1)(a) - (c) of the Constitution of South Africa (1996), a provincial department may be placed under national financial control in the event of local government financial crises and other problems. The North West Department of Health rebounded after being placed under financial administration. This study attempts to assess the efficiency of administrative intervention in the North West Department of Health in South Africa. This study examines the events that led to the North West Department of Health's placement under financial administration and the strategic modifications that transformed the department's financial status. This study examines the significance of good governance in creating improved audit results for North West Department of Health, as well as the impact of transformational leadership on the implementation of good governance. This is a qualitative exploratory descriptive study backed by interpretivism. This single-case study examines the financial viability of the North West Department of Health using the executive leadership as the units of analysis. The study was guided by a meta-theoretical framework in which financial viability was the dependent variable and qualities of good governance and transformational leadership were the independent factors. 8 members of the departmental executive committee were interviewed. Data were examined using a combination of discourse analysis, content analysis, matrix analysis, and thematic analysis. The study found, among other things, that the implementation of good governance and transformational leadership had a positive effect on the turnaround strategy of the department. Among the outcomes of the reformed department were the strategic establishment of pragmatic core units, the adoption of internal controls, the commitment to maintaining improved audit outcomes, and the building of connections between the administration and the executive leadership. This highlights the

relationship between effective governance and transformational leadership. Conclusions, recommendations, and policy implications are drawn from the study's findings, which may be applicable to communities experiencing similar conditions.